You are here

REGISTRATION FOR THIS WORKSHOP IS NOW CLOSED

Objectives

The world we live in is becoming increasingly volatile, uncertain, complex and ambiguous. Senior leaders are faced with even greater pressure in making critical decisions while formulating and supporting business strategies and delivering good and sustainable products and services to the market.

In the past, leaders would rely on first-hand knowledge and experience to support their decision making. As the world around us is getting smarter, with smart devices, artificial intelligence and robotic machines at our disposal, should decision making become easier or would the enormous amount of data being constantly collected make decision making more difficult?

The practical programme is part of the Corporate Practice Series, designed specifically for Senior Leaders and Decision Makers who are involved in organizational decision making with little or no training in statistics or other analytics techniques, but need to understand, evaluate and apply analytics outputs to support decision making.

What You Will Learn

At the end of this workshop, you will:

Understand what data analytics is, and the different approaches to data analytics for different decision making / problem solving domains

Be able to identify opportunities to apply data analytics within the organization

Learn how to assess and turn strategic or operational objectives into analytics objectives

Understand the principles to building an analytics culture in an organization

Programme Outline

This programme provides a conceptual understanding of data analytics, and a practical view of how data analytics can be applied to support decision making in an organization. With the right analytics approach, you can augment your experience and intuition with data-driven insights. Data analytics brings an important element into organizational decision making by providing quick access to information to help mitigate human biases and blind spots. You will learn about the pitfalls and challenges that come with data analytics and learn to avoid and mitigate them, and be able to apply the right analytics approach to the situation in hand.

This programme emphasizes the importance of situational context or scenario in the application of data analytics to decision making. For example, in a business-as-usual scenario where key operating metrics are well-defined, data analytics is critical to provide real-time, updated information to monitor those metrics. However, in a complex scenario where the cause-and-effect relationships are not well understood, data analytics may be positioned to uncover those critical relationships, to guide experimentations, and to discover the ‘unknown unknowns’. Each decision-making scenario calls for a different approach to data analytics, which in turns require different conceptual framing, data collection and analysis techniques.

This programme also aims to equip you with the ability to lead and direct data analytics projects; to probe and challenge the problem statements and hypotheses; and to challenge data collection and analysis results with the purpose of applying the analytics outcomes to augment or drive decision making. Leaders have important roles to play to ensure that the organization is supportive of a data-driven culture, recognize the resources required to sustain data analytics practices, and understand the principles of organizing analytics function within the context of the organization.

1. Understanding Data Analytics

Introduction

What is Analytics Essential concepts of data analytics and big data Four critical components of sustainable data analytics

Analytics in Action Sharing a variety of data analytics case studies from various industry sectors

2. A Decision Maker’s Journey

Biases & Irrationality of Human Minds

Fallacies of Analytics

Decision Making Framework for Leaders

3. Building Analytics Culture

Roadmap to Sustainable Analytics

The People Element

Leadership for Analytics

Trainer's Profile

Awie H Foong, PhD

Awie is the co-founder and principal for FYT Consulting. He has more than 13 years of analytics and consulting experience with top management consulting firms and MNCs where he consults and advises in areas of strategic planning, people risk management and board governance for both government and business organizations. He is a regular speaker at HRM and analytics events, and an associate of the Civil Service College where he developed and taught data analytics, decision making and HR analytics courses.

In his previous role, Awie led the formation and establishment of the HR Strategy and People Analytics Centre of Excellence (COE) for Abbott Laboratories, a healthcare company with more than 60,000 employees in 100 countries. In this global role, he built the foundational features of people analytics including a global management report system of standardized HR metrics and led the human capital research team in conducting analysis and research on internal and external workforce issues.

Prior to Abbott, Awie was an associate director with Aon Hewitt Consulting’s talent and rewards practice. Some of his other significant experience includes heading the development of the People Risk Consulting Practice for AonHewitt. The People Risk Practice serves senior executives and public policy makers in critical policy issues including labor economics, education and workforce development, employment regulation and overall competitiveness of more than 120 major cities around the world.

Awie obtained his PhD in Organization Behavior and Knowledge Management from the National University of Singapore. He also holds a First Class Honors degree in Mechanical Engineering; and is recognized as a subject-matter-expert in the field of labor and socio-economics.